Doing authenticity: The gendered construction of authentic leadership

Liu, H; Cutcher, L; Grant, D

Doing authenticity: The gendered construction of authentic leadership

Liu, H

Cutcher, L Grant, D

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Publication Type:: Journal Article
Citation:: Gender, Work and Organization, 2015, 22 (3), pp. 237 - 255
Issue Date:: 2015-01-01

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Field	Value	Language
dc.contributor.author	Liu, H https://orcid.org/0000-0002-4211-0932	en_US
dc.contributor.author	Cutcher, L	en_US
dc.contributor.author	Grant, D	en_US
dc.date.issued	2015-01-01	en_US
dc.identifier.citation	Gender, Work and Organization, 2015, 22 (3), pp. 237 - 255	en_US
dc.identifier.issn	0968-6673	en_US
dc.identifier.uri	http://hdl.handle.net/10453/122099
dc.description.abstract	© 2015 John Wiley & Sons Ltd. Authenticity has been a focus of much leadership research in recent years. Despite this interest, there has been a dearth of studies that explore the role of gender in the social construction of authenticity. To date, authentic leadership theories have tended to be either gender neutral or, where gender has been considered, it is argued that women as 'outsiders' are less likely to be accepted by their followers as authentic leaders. In this study we examine the media representations of the CEOs - one male, one female - of two major Australian retail banks during the global financial crisis. Our approach enables us to show that authenticity is something leaders 'do' rather than something they 'have' or 'are', and that being constructed as authentic depends on the leader performing authenticity in line with gender norms deemed appropriate for the socially constructed context in which they are expected to lead.	en_US
dc.relation.ispartof	Gender, Work and Organization	en_US
dc.relation.isbasedon	10.1111/gwao.12073	en_US
dc.subject.classification	Gender Studies	en_US
dc.title	Doing authenticity: The gendered construction of authentic leadership	en_US
dc.type	Journal Article
utslib.citation.volume	3	en_US
utslib.citation.volume	22	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1608 Sociology	en_US
utslib.for	1699 Other Studies in Human Society	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.issue	3	en_US
pubs.publication-status	Published	en_US
pubs.volume	22	en_US

Abstract:

© 2015 John Wiley & Sons Ltd. Authenticity has been a focus of much leadership research in recent years. Despite this interest, there has been a dearth of studies that explore the role of gender in the social construction of authenticity. To date, authentic leadership theories have tended to be either gender neutral or, where gender has been considered, it is argued that women as 'outsiders' are less likely to be accepted by their followers as authentic leaders. In this study we examine the media representations of the CEOs - one male, one female - of two major Australian retail banks during the global financial crisis. Our approach enables us to show that authenticity is something leaders 'do' rather than something they 'have' or 'are', and that being constructed as authentic depends on the leader performing authenticity in line with gender norms deemed appropriate for the socially constructed context in which they are expected to lead.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/122099